international journal of research in social sciences vol ......
Post on 13-May-2020
6 Views
Preview:
TRANSCRIPT
International Journal of Research in Social Sciences Vol. 9 Issue 5, May 2019, ISSN: 2249-2496 Impact Factor: 7.081
Journal Homepage: http://www.ijmra.us, Email: editorijmie@gmail.com
Double-Blind Peer Reviewed Refereed Open Access International Journal - Included in the International Serial
Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage as well as in Cabell‟s
Directories of Publishing Opportunities, U.S.A
489 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
“investigating the drivers for organizational
Performance; a Comparative study of a private and
public organization using seM”
Author- Dr. Amee Agrawal*
Abstract
Organizational Performance holds the key to financial
viability and becoming a world class organization. The
extant literature explores the relationship between the
Quality of work life and Organizational performance,
however based on the data the present study attempts to
analyze the relationship between work engagement,
quality of work life measures, Organizational
Performance further leading to Job Satisfaction. The
study also compares the work life balance in a private
enterprise and a government sector enterprise in India.
The research design is descriptive in nature and sampling
technique is convenient sampling. The data was further
analyzed using Structure Equation modelling technique to
test the hypotheses. The findings suggest a positive and
significant relationship between QWL, Work
Engagement, and Organizational performance further
leading to Job Satisfaction. Finally, conclusion and policy
implications are given.
Keywords:
QWL;
Work Engagement;
Organizational
Performance;
Job Satisfaction ;
* Assistant Professor (CES),Dept. of Commerce and Business Management Faculty of
Commerce,The Maharaja Sayajirao University of Baroda
ISSN: 2249-2496Impact Factor: 7.081
490 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
1. Introduction
People constitute the core of any organization and it is they who drive the organizations to
success. In this rapid changing business environment, and intense competition we have
dehumanized the organizations. Too much emphasis has been placed on technology. We are
often more willing to develop and adopt new technology and are much less concerned about the
people at work, theirsocial system, their work relationship, life style and culture. Hence, their
quality of work life (QWL) often suffers. In today's era both the people and technology are of
prime importance, because it is the people who work in structural manner with technology or
techniques in the organisation.
We can explain QWL from two perspectives. The narrow concept of QWL talks about, workers
participation in management and experiments to increase employee's participation etc. whereas,
the broader concept explains QWL in conceptual categories viz. adequate and fair compensation,
safe and healthy working conditions, opportunity to use and develop human capacities, future
opportunity for continued growth and security, social integration in work place, social relevance
of work, balanced role of work in the total life space etc.
Work engagement is defined as a positive, fulfilling, work-related state of mind that is
characterized by vigor, dedication, and absorption (Schaufeli, Salanova, Gonza´lez-Roma, &
Bakker, 2002).
Job Satisfaction can be attained when an employee works in a safe and secure environment, the
work environment is congenial, with ample opportunities of growth and development,
satisfaction with the compensation received and when he is given the right to voice his opinions
to the top management people. Organizational Performance can be measured in financial terms.
But in this study we consider the conceptual part of Organizational performance which talks
about employee retention and longitivity in the organization and getting monetary and non-
monetary benefits for the employee performance in terms of annual increments and performance
bonus.
ISSN: 2249-2496Impact Factor: 7.081
491 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Objective of the study:
Given the fact from past researches, the constructs like quality of work life, Work engagement,
and Job satisfaction are important for employee performance. Here, the objective of the study is
to examine and compare the Relationship between Quality of work life measures and Work
engagement and study its effect on Job satisfaction and Organizational performance in a state
owned public enterprise and a private Organization.
2.0 Review of Literature:
2.1Organizational Performance:
Measuring organizational performance is important because it strongly affects the behaviour of
managers and employees. The ultimate goal of any business is to attain remarkable
improvements and benchmarks in organizational performance. Organizational performance is a
reflection of financial performance. Financial performance cannot be sustained unless the
nonfinancial indicators like employee satisfaction, innovation, productivity, product quality,
customer service, and customer satisfaction are measured and improved (“Mastering
Management,” 1996). Heskett and others (1994) examined the relationship between these
underpinnings and financial performance in service organizations. For this study we consider the
conceptual part of Organizational performance which talks about employee retention and
longetivity in the organization and getting monetary and non-monetary benefits for the employee
performance in terms of annual increments and performance bonus.
2.2 Job Satisfaction:
Locke (1976) defined job satisfaction as “a positive emotional state resulting from the appraisal
of one‟s job or job experiences”. Though various researchers identified it in different ways and
conclude that it‟s a combination of physiological, psychological and environmental
circumstances, the result of this combination is a person‟s job satisfaction. Job satisfaction
significantly affects organizational performance in terms of wages, salary, incentives, boss-
subordinate relationships, company policy, promotion, job itself, co-worker relationship (hygiene
factors) (Nash, 1985). Job satisfaction in recent year has become associated with quality of work
life movement (http://ezinearticles.com).
ISSN: 2249-2496Impact Factor: 7.081
492 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
2.3 Quality of Work Life
Quality of work life is a concept of behavioral scientist, and the term was first introduced by
Davis in 1972 (Mathur, 1989; Hian and Einstein, 1990), at the Forty-Third American Assembly
on the Changing World of Work at Columbia University's Arden House. The selected
participants assembled there concluded in their final remarks that “improving the place, the
organisation, and the nature of work can lead to better work performance and a better quality of
life in the society”. According Robins (1990) QWL is “a process by which an organization
responds to employee needs by developing mechanisms to allow them to share fully in making
the decisions that design their lives at work” For the purpose of this study, QWL is defined as the
favorable condition and environment of employees benefit, employees‟ welfare and management
attitudes towards operational workers as well as employees in general. Thus, the core elements of
QWL are of working conditions, employee job satisfaction, employees‟ behavioral aspects, and
employees‟ financial and non-financial benefits, growth and development, and supervision (Lau
& May, 1998; Hackman & Oldham, 1975; Taylor & Bowers, 1972).
Estes & Michael, 2005 opines that quality of work life refers to organizational support given to
employees for dependent care, flexible work options, and family or personal leave. To sum up
the various definitions the one proposed by Serey (2006) has been found to be the most
exhaustive. “It includes providing an independent worthwhile and challenging work assignment
where the individual gets to play the key role developing his initiativeness and self-direction and
which brings him a sense of pride and self-worth.” (Shahbazi et al., 2013, p. 1556)
As, evident from the previous literature, most QWLstudies defined the concept of QWL
according to Walton‟s definitions (Timossi et. al, 2008: 3; Boonrod, 2009) and the taxonomy
outlined in Walton ( 1973). The constructs in this research study are as follows:
ISSN: 2249-2496Impact Factor: 7.081
493 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Social integration in the work organization:
Since work and career are pursued within the framework of social organizations, the nature of
personal relationships that the employee shares with his superior, his coworkers and his
subordinates also influences the quality of work life Kahn (1981). Whether the employee has a
satisfying identity and experiences self-esteem is governed by the attributes like freedom from
any prejudices based on caste, creed, ethnicity or physical appearance, egalitarianism, promotion
opportunities and a sense of camaraderie among the employees with interpersonal openness
(Walton, 1973).
Social relevance of work life (Rose et. al, 2006: 62; Gupta and Sharma, 2011: 80; Tabassum et.
al, 2011): The socially beneficial roles that organizations play in terms of community services,
being socially responsible on the type of products manufactured, waste disposal, marketing
techniques, employment practices, relations to underdeveloped countries, participation in
political campaigns etc. Increasing the socially responsible behaviour enhances the self-esteem
of the employee.
Work and total life space:
An individual‟s work experience can have a positive or negative effects on other spheres of his
life, like relations with his family. For example, when an employee invests enormous time and
energy in work at the expense of family, it affects his inability to perform other life roles as a
spouse or parent. Also, when there are frequent transfers effected the families of the employee
bear a huge psychological and social costs in terms of being uprooted from their network of
friends, acquaintances and local affiliations. Therefore a balance needs to be achieved, in terms
of work schedules, career demands and travel requirements that do not eat away leisure and
family time on regular basis.
2.4 Work Engagement
Work engagement is defined as a positive, fulfilling, work-related state of mind that is
characterized by vigor, dedication, and absorption (Schaufeli, Salanova, Gonza´lez-Roma, &
Bakker, 2002). Vigor is characterized by high levels of energy and mental resilience while
working, the willingness to invest effort in one‟s work, and persistence also in the face of
ISSN: 2249-2496Impact Factor: 7.081
494 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
difficulties. Dedication is characterized by a sense of significance, enthusiasm, inspiration, pride,
and challenge. The third defining characteristic of engagement is called absorption, which is
characterized by being fully concentrated and happily engrossed in one‟s work, whereby time
passes quickly and one has difficulties with detaching oneself from work. Recent research
suggests, however, that vigor and dedication constitute the core dimensions of engagement
(Gonza´lez-Roma, Schaufeli, Bakker, & Lloret, in press).
Based on the above literature review, the following hypotheses can be developed for the research
Study at the private Organization:
H1: There is a strong and positive relationship between Quality of work life measures and Work
Engagement.
H2: There is a strong and positive relationship between Quality of work life measures and
Organizational Performance.
H3: There is a strong and positive relationship between Organizational Performance and Work
Engagement.
H4: There is a strong and positive relationship between Quality of work life and
Constitutionalism.
H5: There is a strong and positive relationship between Quality of work life and Working
Conditions.
H6: There is a strong and positive relationship between Quality of work life and Work Occupy.
H7: There is a strong and positive relationship between Quality of work life and Social
Relevance.
H8: There is a strong and positive relationship between Quality of work life and Compensation.
H9: There is a strong and positive relationship between Quality of work life and Social
Integration.
H10: There is a strong and positive relationship between Work Engagement and Absorption.
H11: There is a strong and positive relationship between Work Engagement and Vigor and
Dedication.
H12: There is a strong and positive relationship between Work Engagement and Job Satisfaction.
H13: There is a strong and positive relationship between Organizational Performance and Job
Satisfaction.
ISSN: 2249-2496Impact Factor: 7.081
495 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Based on the above literature review, the following hypotheses can be developed for the research
Study at the Government Organization:
H1: There is a strong and positive relationship between Social Integration and Organizational
Performance.
H2: There is a strong and positive relationship between Work Occupy and Organizational
Performance.
H3: There is a strong and positive relationship between Social Relevance and Organizational
Performance.
H4: There is a strong and positive relationship between Working Conditions and Organizational
Performance.
H5: There is a strong and positive relationship between Constitutionalism and Organizational
Performance.
H6: There is a strong and positive relationship between Absorption and Organizational
Performance.
H7: There is a strong a3.0nd positive relationship between Vigor and Dedication and
Organizational Performance.
H8: There is a strong and positive relationship between Absorption and Job Satisfaction.
H9: There is a strong and positive relationship between Vigor and dedication and Job
Satisfaction.
H10: There is a strong and positive relationship between Organizational Performance and Job
Satisfaction.
3.0 Research Methodology:
3.1 Instrument design: The measures of the QWL are adapted from questionnaires used in the
studies from literature. The variables used in the QWL measure; are taken from Katen and
Sadullah (2012) and Timossi‟s et.al (2008) study which contained 10 items. High scores on these
constructs indicate high quality of work lives. And the variables in the organizational
performance measure are taken from Zohurul and Sununta (2009) and Lau & May, 1998) study
contained 4 items. The Work engagement measures were taken from Salanova‟s et. al. (2005)
study. It contained 6 items. Michigan Organizational Assessment Questionnaire (Cammann,
ISSN: 2249-2496Impact Factor: 7.081
496 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Fichman, Jenkins, & Klesh, 1979) was used to measure the construct of Job Satisfaction. It
contained 4 items. .For answers to the statements of survey, a 5 point Likert scale ("1- strongly
disagree, 2- disagree, 3- no opinion, 4- agree, 5-strongly agree"). Judgmental sampling, a non-
probability sampling technique, was used to select the respondents. There are also 4
demographic questions pertaining to gender, age, experience and education added to the
questionnaire.
3.2 Sample:
A self-administered questionnaire was used to collect data from state owned PSU and a private
Organization. Employees were selected through convenience sampling from across various
departments. Respondents were requested to participate in the survey. Data collection was done
over a period of one month. For the Government Organization out of 150 questionnaires
distributed only a total of 130 completed questionnaires were collected back. However, there
were some 15 unfilled questionnaires which were illegible and removed. So, finally, 115
complete questionnaires were considered for the analysis. For the private organization, 130
questionnaires were distributed, of which 120 were collected back. There were some 14
incomplete questionnaires which were removed making the total to 106 questionnaires to be
finally analyzed.
3.3 Sample Profile of Private Organization:
The sample consisted of 84 percent males and 16 percent females. The sample consisted of a
large group of male population as the sample was drawn from mostly from the marketing,
production and allied departments. The age profile of the respondents was mostly middle aged
where approx. 40 percent respondents belonged to the age group of 41-and above, 16 percent
belonged to the age group of 36-40 years, 22 percent belonged to the age group of 31 to 35 years,
14 percent belonged to the age group of 26 to 30 years and 9 percent of them were in their age
group of 20 to 25 years. Most of the respondents were Post graduates and consisted of 45 percent
of the respondent base, 38 percent were graduate, 14 percent were professionally qualified and
the other 3 percent were high school pass. Majority of the respondent‟s i.e. approx. 60 percent
possessed an experience of more than 10 years, 13 percent contained an experience of 5 to 7
years, 7.5 percent had an experience of 8 to 10 years, 14 percent respondents had an experience
ISSN: 2249-2496Impact Factor: 7.081
497 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
of 2 to 4 years and 5.7 percent employees had an experience of 0 to 1 year. (See table I for
details)
3.4 Sample Profile of Government Organization:
The sample consisted of 92.2 percent males and approx. 8 percent females. The sample consisted
of a large group of male population as the sample was drawn from mostly from the marketing,
production and allied departments. The age profile of the respondents was mostly middle aged
where approx. 42 percent respondents belonged to the age group of 41-and above, 32 percent
belonged to the age group of 36-40 years, 16 percent belonged to the age group of 31 to 35 years,
8.7 percent belonged to the age group of 26 to 30 years and approx. 3 percent of them were in
their age group of 20 to 25 years. Most of the respondents were graduates and consisted of 39
percent of the respondent base, 22 percent were post graduate, 5.2 percent were professionally
qualified and the other 33 percent were high school pass. Majority of the respondent‟s i.e.
approx. 53 percent possessed an experience of more than 10 years, 35 percent contained an
experience of 8 to 10 years, 6 percent had an experience of 5 to 7 years, 7 percent respondents
had an experience of 2 to 4 years and there were none having an experience of 0 to 1 year. (See
table I for details).
4.0 Findings and Discussion:
To understand applicability of quality of work life measures, Work engagement measures, Job
Satisfaction measures and Organizational performance measures, exploratory factor analysis was
run on the scales. Factor analysis identifies relevant factors (Churchill et al., 2010). The results
of factor analysis for Quality of work life revealed three factors. The factors were similar to the
original scale and labelled as Social Integration, Social Relevance and work occupy. Work
Engagement revealed two important factors like Absorption and Vigor and dedication. Similarly
Job Satisfaction and Organizational Performance scale had factor loadings > 0.5. Thus, most of
the factors had factor loadings > 0.5 and were able to meet Nunnally‟s (1967) desired score for
scale development (Table II).
Confirmatory Factor Analysis (CFA) using SEM is used very widely for refining and testing
other sub-dimensions of construct validity (Graver and Mentzer, 1999). Table IV gives the
ISSN: 2249-2496Impact Factor: 7.081
498 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
results of reliability test and CFA and the values are all within the threshold levels prescribed by
Hair et al. (2006). CFA indicated that all factor loadings and corresponding t-values were
statistically significant (p< 0.001) and provided support for convergent validity. Cronbach
Alpha values for scales ranged 0.724 to 0.845 (See Tables III-IV). Chi-square significance level
(p) for all factors is 0.000. Goodness of fit indices were within the acceptable range (Hair et al.,
1995). These outcomes confirmed the adequacy of the analysis. Following this procedure, a
structural model was established in which the relationship between the identified factors
could be tested as input variables. The objective of the research was to examine the relationship
between Quality of work life measures, Work engagement, Organizational performance and Job
satisfaction.
4.1 Structural equation model analysis
SEM enables the estimation of a series of separate, but interdependent, multiple regression
equations simultaneously by specifying the structural model used by the statistical program (Hair
et al., 2006). SEM provides information about the hypothesized impact both, directly from one
variable to another and via other variables positioned between the other two. The dimensions
obtained through the validation process were carried forward as independent variables of
the proposed model. In the model, relationships between all the factors obtained from the factor
analysis were considered independently. The analysis enabled causal relationships that
existed between dimensions to be assessed. Standardized residual values for the model were
less than .05 and suggested a good model fit. The chi square represented a significance level (χ2
= 2.588; p = .000) below the threshold of 0.05. Regarding goodness of fit parameters, the
Comparative Fit Index (CFI), and the Goodness of Fit Index (GFI) of 0.829(>0.90), implied
strong uni-dimensionality (Hair et al., 1995). The Root Mean Square Error of
Approximation (RMSEA) takes into account the error of approximation in the model
(Byrne, 2010). This fit index ranges from 0.05 to 0.08 indicating good fit. In the current
study for the Private organization RMSEA = 0.325, GFI= 0.708, TLI= 0.632, and CFI =
0.779 ( >0.90) . These fit indices suggested good fit for the model to the data. In the current
study for the Government organization RMSEA = 0.396, GFI= 0.760 and CFI = 0.585 (
>0.90) . These fit indices suggested good fit for the model to the data.
ISSN: 2249-2496Impact Factor: 7.081
499 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
4.2 Causal relationship findings
For Private Organization:
Based on standardized path coefficients and significance levels, the hypothesized
relationship that there is a positive relationship between Quality of work life measures and Work
Engagement is significant. ((β = 0.844, p < 0.05) the standardized path coefficients are
significant H1 is thus accepted. The second Hypotheses states that there is a significant and
positive relationship between Quality of work life measures and organizational performance. The
standardized path coefficients and significance levels are not significant. (β = 0.169, p ˃ 0.05).
H2 Hypotheses does not hold true and so is rejected. The third hypotheses says that there is a
significant and positive relationship between work engagement and Organizational Performance.
The standardized path coefficients and significance levels are significant. (β = 0.540, p < 0.05).
Thus, Hypotheses H3 is accepted. The fourth hypotheses states that there is a significant and
positive relationship between constitutionalism and Quality of work life measures. The
standardized path coefficients and significance levels are significant. (β = 0.903, p < 0.05). Thus,
Hypotheses H4 is accepted.The fifth hypotheses states that there is a significant and positive
relationship between working conditions and Quality of work life measures. The standardized
path coefficients and significance levels are insignificant. (β = 0.977, p ˃ 0.05). Thus,
Hypotheses H5 is rejected. The sixth hypotheses states that there is a significant and positive
relationship between Work Occupy and Quality of work life measures. The standardized path
coefficients and significance levels are significant. (β = 0.077, p < 0.05). Thus, Hypotheses H6
is accepted. The seventh hypotheses states that there is a significant and positive relationship
between Social Relevance and Quality of work life measures. The standardized path coefficients
and significance levels are significant. (β = 0.945, p < 0.05). Thus, Hypotheses H7 is accepted.
The eighth hypotheses that there is a significant and positive relationship between compensation
and quality of work life measures. The standardized path coefficients and significance levels are
significant. (β = 0.363, p < 0.05). Thus, Hypotheses H8 is accepted. The ninth hypotheses states
that there is a significant and positive relationship between Social Integration and quality of work
life measures. The standardized path coefficients and significance levels are significant. (β =
0.820, p < 0.05). Thus, Hypotheses H9 is accepted. The tenth hypotheses states that there is a
significant and positive relationship between Work Engagement and Absorption. The
standardized path coefficients and significance levels are significant. (β = 0.913, p < 0.05). Thus,
ISSN: 2249-2496Impact Factor: 7.081
500 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Hypotheses H10 is accepted. The eleventh hypotheses states that there is a significant and
positive relationship between Work Engagement and Vigor and dedication. The standardized
path coefficients and significance levels are significant. (β = 0.974, p < 0.05). Thus, Hypotheses
H11is accepted. The twelfth hypotheses states that there is a significant and positive relationship
between Work Engagement and Job satisfaction. The standardized path coefficients and
significance levels are significant. (β = 0.540, p < 0.05). Thus, Hypotheses H12is accepted. The
thirteenth hypotheses states that there is a significant and positive relationship between
Organizational Performance and Job satisfaction. The standardized path coefficients and
significance levels are significant. (β = 0.475, p < 0.05). Thus, Hypotheses H13is accepted.
(Hypotheses Summary in Table VI).
For Government Organization:
Based on standardized path coefficients and significance levels, the hypothesized
relationship that there is a positive relationship between Social Integration and Organizational
Performance is insignificant. ((β = -0.188, p < 0.05) the standardized path coefficients are
significant H1 is thus accepted. The second Hypotheses states that there is a significant and
positive relationship between Work Occupy and organizational performance. The standardized
path coefficients and significance levels are insignificant. (β = -0.397, p < 0.05). H2 is thus
accepted. The third hypotheses says that there is a significant and positive relationship between
Social Relevance and Organizational Performance. The standardized path coefficients and
significance levels are significant. (β = -0.328, p < 0.05). Thus, Hypotheses H3 is accepted. The
fourth hypotheses states that there is a significant and positive relationship between Working
Conditions and Organizational Performance. The standardized path coefficients and significance
levels are significant. (β = 0.194, p < 0.05). Thus, Hypotheses H4 is accepted. The fifth
hypotheses states that there is a significant and positive relationship between constitutionalism
and Organizational Performance. The standardized path coefficients and significance levels are
insignificant. (β = 0.238, p < 0.05). Thus, Hypotheses H5 is accepted. The sixth hypotheses
states that there is a significant and positive relationship between Absorption and Organizational
Performance. The standardized path coefficients and significance levels are significant. (β = -
0.617, p < 0.05). Thus, Hypotheses H6 is accepted. The seventh hypotheses states that there is a
significant and positive relationship between Vigor and Dedication and Organizational
ISSN: 2249-2496Impact Factor: 7.081
501 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Performance. The standardized path coefficients and significance levels are significant. (β =
0.863, p < 0.05). Thus, Hypotheses H7 is accepted. The eighth hypotheses that there is a
significant and positive relationship between Absorption and Job Satisfaction. The standardized
path coefficients and significance levels are significant. (β = 0.815, p < 0.05). Thus, Hypotheses
H8 is accepted. The ninth hypotheses states that there is a significant and positive relationship
between Vigor and Dedication and Job Satisfaction. The standardized path coefficients and
significance levels are insignificant. (β = 0.080, p ˃ 0.05). Thus, Hypotheses H9 is rejected.
The tenth hypotheses states that there is a significant and positive relationship between
Organizational Performance and Job Satisfaction. The standardized path coefficients and
significance levels are significant. (β = 0.339, p < 0.05). Thus, Hypotheses H10 is accepted.
(Hypotheses Summary in Table VI).
5.0 Discussion and Conclusions
The findings of the study show how the Government employees are significantly less satisfied
with their Quality of work life experiences as compared to their counterparts in the private
sector. This result is also supported by Ron Cacioppe and Mock (1984) study. The public sector
employees strongly believed in staying committed and putting their hundred percent effort
towards organizational goals. This can be seen from the high β value (0.815) to the hypotheses
Vigour and dedication towards Organizational Performance. The employees felt a sense of pride
to be associated with the Government Organization and felt enthusiastic in discharging their
duties. From the analysis, it can be inferred that the employees working for the private sector,
valued Social Integration and Social Relevance. By Social Integration we mean, the overall
commitment of employees towards accomplishing the Organizational goals. Social Relevance,
means that the employees highly value the Brand image of the Organization, value the quality
consciousness of the Organization, and how it discharges its community services.
Most of the employees working in the Government sector and the Private sector were satisfied
with the constitutional approach of the organization, in terms of protecting their employee rights,
freedom of expression at work place, and the norms and rules followed at work place.
Constitutional approach is an important constituent for healthy quality of work life.
ISSN: 2249-2496Impact Factor: 7.081
502 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
The study also highlights that the working conditions at the private organizations are far better as
compared to the government sector. The working conditions are perceived very important by the
employees of both the sectors. There is a high positive association between a healthy work
environment, good infrastructure facilities, balanced workload distribution, and appropriate
arrangement for the safety and security of the employees of the Organization.
As far as compensation is concerned, the private sector employees fair better than the
Government sector employees. There is a strong positive association noticed between
compensation and quality of work life. When employees are engaged there is congruence
between employee career goals and Organizational goals. Work engagement leads to better Job
performance Tomic and Tomic, (2010). The Job demand and resources model refers to the
physical, social and Organizational aspects of the Job. According to Job demands and resources
model, Job resources play an important role in the development of Work Engagement, achieving
the defined goals, reducing the Job demands and providing opportunity for personal growth and
learning.
Thus Work engagement has positive consequences on Organizational performance which is
driven by dedication, better work task performance, initiative and innovative behaviour. A
positive β value shows that the increase in independent variable i.e. QWL leads to increase in
work engagement. Thus, we conclude that quality of work life affects Work Engagement
positively.
We also conclude, that there is a strong positive relationship between Work engagement and Job
Satisfaction. And between Organizational Performance and Job Satisfction.
This study is a first of its kind in terms of exploring the relationship between the Quality of work
life, Job satisfaction, Work Engagement and Organizational Performance while comparing the
data from Private Organization and Government Organization.
ISSN: 2249-2496Impact Factor: 7.081
503 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
References:
1. Behzad Shahbazi ,Sadegh Shokrzadeh , Hossein Bejani , Emad Malekinia , Davod
Ghoroneh (2011); A Survey of relationship between the quality of work life and performance of
Department Chairpersons of Esfahan University and Esfahan Medical Science University;
Procedia - Social and Behavioral Sciences 30 (2011) 1555 – 1560
2. Boonrod, W., (2009). Quality of Working Life: Perceptions of Professional Nurses at
Phramongkutklao Hospital. J Med Assoc Thai, 92(1), 7-15.
3. Gupta, M., & Sharma, P., (2011). Factor Credentials Boosting Quality of Work Life of
BSNL Employees In Jammu Region. Sri Krishna
4. Garver, M.S., Mentzer, J.T., (1999), Logistics research methods: employing structural
equation modeling to test for construct validity. Journal of Business Logistics 20 (1), 33–57.
5. International Research & Educational Consortium, 2(1), 79-89.
6. Edwin A. Locke (1990) Work Motivation and Satisfaction: Light at the End of the
Tunnel; American Psychological Society Vol. 1, No.4, July 1990
7. Estes S. B., & Michael, J. (2005). Work-family policies and gender inequality at work: A
Sloan Work and Family Encyclopedia entry.
8. https://biodiversitybusiness.org/barbara-de-waard/
9. Hackman, J.R., & Oldham, G.R., (1980), “Work redesign”, Redings, M.A: Addison
Wesley.
10. Hackman, J. R., and lawler, E. E., (1971), “Employee Reactions to Job Characteristics”,
Journal of Applied Psychology, Vol. 55, pp. 259-286
11. Hair, J.F., Anderson, R.E., Tatham, R.L. & Black, W.C. (1995) Multivariate Data
Analysis.Prentice-Hall, Englewood Cleffs, NJ.
12. Hian, C., & Einstein, W. (1990). Quality of work life (QWL): What can unions do?
S.A.M. Advanced Management Journal, 55(2), 17-22.
13. Kahn, R. (1981). Work and health. New York; Wiley
14. Lau R.S.M., Bruce E. May (1998), A Win-Win Paradigm for Quality of Work Life and
Business Performance; Human Resource Development Quarterly, Vol. 9, No. 3, Fall 1998
15. Luciana da Silva Timossi Et. al (2008); Evaluation of Quality of Work life: An
Adaptation from the Walton‟s QWl Model; xiv International Conference on Industrial
ISSN: 2249-2496Impact Factor: 7.081
504 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Engineering and Operations Management The Integration of Productive chain with an Approach
to sustainable manufacturing. Rio de Janeiro, Brazil, 13 to 16 October – 2008.
16. Mathur, R. N. (1989). Quality of working life of women construction workers. India,
New Delhi: Commonwealth Publishers.
17. Nash, M. (1985), “Managing Organizational Performance”, Jossey-Bass, San Francisco,
California.
18. Nunnally, J.C. (1967) Psychometric Theory, 2nd edn. McGraw-Hill, New York, NY.
19. Rose, R.C., Beh, L., Uli, J., & Idris, K., (2006). Quality of Work Life: Implications of
Career Dimensions. Journal of Social Sciences, 2 (2), 61-67.
20. Serey, T.T. (2006). Choosing a robust quality of work life. Business Forum, 27(2), 7-10
21. Schaufeli, W., Salanova, M., Gonza´lez-Roma´, V, & Bakker, A. B. (2002).The
measurement of engagement and burnout: A two sample confirmatory factor analytic approach.
Journal of Happiness Studies, 3, 71–92.
22. Tabassum, A., Rahman, T., & Jahan, K., (2011). A Comparative Analysis of Quality of
Work Life among the Employees of Local Private and Foreign Commercial Banks in
Bangladesh. World Journal of Social Sciences, 1(1), 17 33.
23. Taylor & Bowers, (1972), Taylor, J. C., and Bowers, D. G., (1972), “Survey of
organizations: A Machine Scored Standardized Questionnaire Instrument”, Ann Arbor:
University of Michigan.
24. Walton, R. (1974). QWL indicators-Prospects and problems. In A. Portigal (Ed.).
Measuring the quality of working life. (pp.57-70). Ottawa: Department of Labour.
25. Md. Zohurul Islam and Sununta Siengthai, Quality of work life and organizational
performance: Empirical evidence from Dhaka Export Processing Zone; ILO Conference on
„Regulating for Decent Work, to be held at the International Labour Office, Geneva during July
8-10, 2009.
ISSN: 2249-2496Impact Factor: 7.081
505 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Details of Analysis of a Private Organization
Table I: Sample profile of the study
Variable Categories Frequency %
Gender Male 89 84
Female 17 16
Age 20-25 yrs 9 8.5
26-30 yrs 14 13.2
31-35 yrs 24 22.6
36-40 yrs 17 16
41 and above 42 39.6
Education
High School 4 3.8
Graduate 40 37.7
Post-Graduate 48 45.3
Professionally
qualified
14 13.2
Experience
0-1 yrs 6 5.7
2-4 yrs 15 14.2
5-7 yrs 14 13.2
8- 10 yrs 8 7.5
More than 10 yrs 63 59.4
ISSN: 2249-2496Impact Factor: 7.081
506 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table III) Rotated Component Matrix
1 2 3 4 5 6 7 8 9 10
RWO
1
0.82
7
RWO
2
0.77
8
RWO
3
0.86
8
WC3 0.792
WC4 0.679
SR1 0.78
SR2 0.79
6
SR4 0.75
SI2 0.754
C2 0.616
C3 0.725
C4 0.632
CO1 0.817
CO2 0.827
CO3 0.789
OP1 0.728
OP3 0.756
OP4 0.724
OP5 0.673
OP6 0.762
JS2 0.84
JS7 0.683
A2 0.625
A3 0.715
ISSN: 2249-2496Impact Factor: 7.081
507 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table IV) Reliability of scales
Variable Item Corrected
Item-to-
total
correlation
Cronbach's
α
λ AVE Composite
Reliability
Work Occupy RWO1 0.583 0.813 0.827 0.68 0.86
RWO2 0.660 0.778
RWO3 0.755 0.868
Working
Conditions
WC3 0.372 0.532 0.792 0.54 0.70
WC4 0.372 0.679
Compensation CO1 0.806 0.903 0.817 0.66 0.85
CO2 0.797 0.827
CO3 0.819 0.789
Social
Relevance
SR1 0.774 0.879 0.78 0.60 0.82
SR2 0.790 0.796
SR4 0.736 0.75
Social
Integration
SI2 0.695 0.820 0.754 0.57 0.57
Constitutionalism C2 0.602 0.782 0.616 0.43 0.70
C3 0.574 0.725
C4 0.694 0.632
Organizational
Performance
OP1 0.256 0.801 0.728 0.53 0.85
OP3 0.686 0.756
A4 0.77
VD1 0.746
VD2 0.693
VD4 0.786
VD5 0.605
VD6 0.768
ISSN: 2249-2496Impact Factor: 7.081
508 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
OP4 0.726 0.724
OP5 0.648 0.673
OP6 0.698 0.762
Job
Satisfaction
JS2 0.299 0.458 0.84 0.59 0.74
JS7 0.299 0.683
Absorption A2 0.501 0.700 0.625 0.50 0.75
A3 0.515 0.715
A4 0.549 0.77
Vigor and
Dedication
VD1 0.785 0.912 0.746 0.52 0.84
VD2 0.792 0.693
VD4 0.771 0.786
VD5 0.735 0.605
VD6 0.813 0.768
(Table V)
Explanatory power and fit indices of models.
Fit Indices
and R2
Recommended
Value
X^2 325.82
df 27
X^2/df 12.068
GFI 0.708
CFI 0.779
TLI 0.632
RMSEA 0.325
ISSN: 2249-2496Impact Factor: 7.081
509 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table VI) SEM Results of the Model
Paths Coefficient
s (β)
t-Value Direct
Effects
Indirect
Effects
Total
Effect
Hypothesis
Supported
QWL-WE 0.844 10.875 0.844 - 0.844 S
QWL-OP 0.169 1.161 0.169 0.456 0.625 NS
OP-WE 0.540 3.638 0.540 - 0.540 S
QWL-Constitutionalism 0.903 - 0.903 - 0.903 S
QWL- Working
Conditions
0.977 18.979 0.977 - 0.977 NS
QWL-Work Occupy 0.077 0.755 0.077 - 0.077 S
QWL-Social Relevance 0.945 17.060 0.945 - 0.945 S
QWL-Compensation 0.363 3.874 0.363 - 0.363 S
QWL-Social Integration 0.820 10.541 0.820 - 0.820 S
WE-Absorption 0.913 - 0.913 - 0.913 S
WE-Vigor and Dedication 0.974 18.698 0.974 - 0.974 S
WE-Job satisfaction 0.540 9.380 0.540 0.256 0.796 S
OP-Job Satisfaction 0.475 8.986 0.475 - 0.475 S
ISSN: 2249-2496Impact Factor: 7.081
510 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Figure 1: Model showing the relationship between Quality of work life measures, Work
engagement, Organizational Performance And Job Satisfaction
Details of Analysis of a Government Organization
Table I: Sample profile of the study
Variable Categories Frequency %
Gender Male 106 92.2
Female 9 7.8
Age 20-25 yrs 3 2.6
26-30 yrs 10 8.7
31-35 yrs 18 15.7
36-40 yrs 36 31.3
41 and above 48 41.7
Education
High School 39 33.9
Graduate 44 38.9
Post-Graduate 26 22
Professionally
qualified
6 5.2
ISSN: 2249-2496Impact Factor: 7.081
511 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table III) Rotated Component Matrix
Experience
0-1 yrs - -
2-4 yrs 8 7.0
5-7 yrs 7 6.1
8- 10 yrs 40 34.8
More than 10 yrs 60 52.2
1 2 3 4 5 6 7 8 9
RWO
1
0.92
5
RWO
2
0.95
RWO
3
0.87
7
WC1 0.658
WC2 0.789
WC3 0.724
SR1 0.68
8
SR2 0.81
2
SR3 0.88
6
SR4 0.84
6
SI1 0.849
SI3 0.864
ISSN: 2249-2496Impact Factor: 7.081
512 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table IV) Reliability of scales
Variable Item Corrected
Item-to-
total
correlation
Cronbach's
α
λ AVE Composite
Reliability
Work Occupy RWO1 0.883 0.952 0.925 0.88 0.96
RWO2 0.942 0.95
RWO3 0.911 0.877
Working
Conditions
WC1 0.485 0.734 0.658 0.53 0.77
WC2 0.568 0.789
C1 0.43
C4 0.826
OP4 0.831
OP5 0.83
JS1 0.55
JS2 0.536
JS3 0.634
JS4 0.736
JS6 0.641
JS7 0.72
A1 0.737
A2 0.774
A3 0.793
A4 0.814
A5 0.552
VD1 0.809
VD2 0.466
VD3 0.76
VD4 0.746
ISSN: 2249-2496Impact Factor: 7.081
513 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
WC3 0.629 0.724
Social
Relevance
SR1 0.590 0.879 0.688 0.66 0.88
SR2 0.742 0.812
SR3 0.822 0.886
SR4 0.821 0.846
Social
Integration
SI1 0.760 0.863 0.849 0.73 0.85
SI2 0.760 0.864
Constitutionalism C1 0.178 0.290 0.43 0.43 0.58
C4 0.178 0.826
Organizational
Performance
OP4 0.675 0.748 0.831 0.69 0.82
OP5 0.675 0.83
Job
Satisfaction
JS1 0.269 0.455 0.55 0.41 0.80
JS2 0.085 0.536
JS3 0.403 0.634
JS4 0.250 0.736
JS6 0.235 0.641
JS7 0.388 0.72
Absorption A1 0.575 0.744 0.737 0.55 0.86
A2 0.507 0.774
A3 0.666 0.793
A4 0.503 0.814
A5 0.333 0.552
Vigor and
Dedication
VD1 0.344 0.354 0.809 0.50 0.80
VD2 0.301 0.466
VD3 0.020 0.76
VD4 0.141 0.746
ISSN: 2249-2496Impact Factor: 7.081
514 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
(Table V)
Explanatory power and fit indices of models.
Fit Indices
and R2
Recommended
Value
X^2 339.73
df 18
X^2/df 18.874
GFI 0.760
CFI 0.585
RMSEA 0.396
(Table VI) SEM Results of the Model
Paths Coefficien
ts (β)
t-Value Direct
Effects
Indirect
Effects
Total Effect Hypothesis
Supported
Social Integration –
Organizational
performance
-0.188 -8.081 -0.188 - -0.188 S
Work Occupy-
Organizational
Performance
-0.397 -16.507 -0.397 - -0.397 S
Social Relevance-
Organizational
Performance
-0.328 -13.267 -0.328 - -0.328 S
Working Conditions-
Organizational
Performance
0.194 7.259 0.194 - 0.194 S
Constitutionalism-
Organizational
Performance
0.238 9.036 0.238 - 0.238 S
ISSN: 2249-2496Impact Factor: 7.081
515 International Journal of Research in Social Sciences
http://www.ijmra.us, Email: editorijmie@gmail.com
Absorption-Organizational
Performance
-0.617 -22.373 -0.617 - -0.617 S
Vigor and Dedication-
Organizational
Performance
0.863 31.276 0.863 - 0.863 S
Absorption-
Job Satisfaction
0.815 13.944 0.815 -0.209 0.606 S
Vigor and Dedication-
Job Satisfaction
0.080 1.188 0.080 0.292 0.372 NS
Organizational
Performance-
Job Satisfaction
0.339 6.222 0.339 - 0.339 S
Figure 1: Model showing the relationship between quality of work life measures, Work
engagement, Organizational Performance And Job Satisfaction
top related